In workplace politics, as in much of Life, it's easier to stay out of trouble than to get out of trouble. In that spirit, last time we examined attributes of organizational cultures that indicate elevated political risk. But whether or not a group's culture tolerates willfully damaging political conflict, intentionally harming someone, directly or not, is a choice available to anyone.
That's why observations of personal behavior are useful for assessing political risk. Here are several behavior patterns worth noticing.
- Repeated, covert behavioral norm violations
- Most of us abide by behavioral norms — no cussing, courtesy to all, and the like. There are deviations, though, and penalties usually follow. Those who violate norms repeatedly and covertly have found ways to harm or offend others while evading penalties. To manage the risk of harm, you can try avoiding these people, which might work for a while. Better: leverage your organization's norm enforcement infrastructure by finding ways to expose the offenders.
- Manipulation and deception
- People who repeatedly manipulate or deceive others usually do so not for the benefit of their targets, but for their own personal advantage. Avoidance is a common defensive response. Another is explaining to the deceiver how hurtful his or her behavior is. Rarely is either strategy effective. Reconciling yourself to the person's dishonesty, while guarding against being tricked again, is probably the best course.
- Substance abuse
- People engaged in abuse of addictive substances aren't in control of their own behavior. Their need to meet the requirements of their addiction limits their ability to choose to avoid harming others. Indeed, the substance abuse can even expose them to the risk of control by their substance supply chain. Relying on people in such predicaments to behave respectfully toward others is risky.
- Some behaviors can be as addictive as substances. One especially addictive behavior is quarreling. The thrill of prevailing in disputes can be so enticing that the quarrel itself becomes more important than the matter in dispute. Close collaborations with the quarrel-addicted are unlikely to come to good ends.
- Gambling is another well-established addictive behavior. We usually think of gambling as gaming, but we gamble in the workplace when we undertake high-risk projects or when we seek to dislodge powerful political foes. Although assuming reasonable risk is a necessity of modern work life, there are those who seek unreasonable When people are ensnared by addiction,
their need to meet the requirements
of their addiction limits their ability
to choose to avoid harming othersrisk so they can experience the thrill of defying the odds. Collaborations and alliances with such people are unwise.
- Rumormongering is another addictive behavior. The thrill of telling someone something they haven't yet heard can be so rewarding that the rumormongerer yields to the temptation to embellish — essentially, to lie — because seeming to be "in the know" becomes more important than Truth. Telling such people anything at all can risk its incorporation into the next rumor, possibly damaging even to you.
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More articles on Workplace Politics:
- Nasty Questions: II
- In meetings, telemeetings, and email we sometimes ask questions that aren't intended to elicit information.
Rather, they're indirect attacks intended to advance the questioner's political agenda. Here's part
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- Managing Pressure: The Unexpected
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happens to projects that aren't in trouble. Here's Part II of a catalog of strategies for managing
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
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- How Pet Projects Get Resources: Cleverness
- When pet projects thrive in an organization, they sometimes depend on the clever tactics of those who
nurture them to secure resources despite conflict with organizational priorities. How does this happen?
- Telephonic Deceptions: I
- People have been deceiving each other at work since the invention of work. Nowadays, with telephones
ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic
Forthcoming issues of Point Lookout
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- We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
- And on November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
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- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.